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Dr. Yusuf Hamied, head of the Indian pharma and generics manufacturing company Cipla, is weighing options for how to continue to support the global fight against HIV/AIDS while positioning his company for growth in a changing regulatory landscape.

learning objective:

Examine how a leader's moral commitments inform and shape the strategic decisions he takes.

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On November 26, 2008, heavily armed terrorists launched a series of attacks throughout the western-Indian city of Mumbai (formerly Bombay). One of the locations attacked was the Taj Mahal Palace and Tower, which was occupied by the terrorists for over three days, resulting in the deaths of 34 people and 28 people injured. However, the Taj received praise in the aftermath of the attacks for the selfless actions of the staff in placing the safety of the hotel's guests before their own and working to save the lives of its guests. This case seeks to address how leaders develop a customer-centric organization, as well as how an organization saves its flagship brand after a crisis.

learning objective:

The case may be of interest to faculty interested in branding and marketing strategy and the challenges of developing a customer-centric business, as well as faculty interested in crisis management and leadership in the aftermath of a devastating attack on a brand.

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Without customers, businesses could not succeed. The term "Customer Centric" has therefore become synonymous with proactive business strategy worldwide. Primarily due to advances in technology, we are experiencing a fundamental shift in marketing - from a previous focus on companies to a spotlight on consumers - giving customers a much stronger voice in both the Business-to-Business (B2B) and Business-to-Consumer (B2C) sectors. Customer centricity fits three ways into an organization: as part of a knowledge management system (understanding the customer), as part of the development of strategic competence as a learning organization (building a customer-centric culture), and as a foundation for corporate strategy development and execution (serving the customer). This reading is organized into three main sections covering these topics and uses many examples from diverse industries to illustrate successes in each area. In addition, a Supplemental Reading examines the dynamic between customer centricity and innovation and also provides a contrarian view to the topic.

This reading also contains two videos on customer centricity: one asserting that humility and curiosity are the only way to gain a deep understanding of a marketplace and its customers, and one on how Trader Joe's focuses on maximizing the customer experience.

learning objective:

1. Explain the overall value of creating a truly customer-centric organization 2. Describe how organizations have benefited from assessing customer needs and values, measuring customer satisfaction and gathering feedback 3. Explore how new and established organizations can build customer-centric cultures 4. Show how companies can benefit from developing a value proposition and competitive positioning based on customer needs.

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Because of advances in technology, increasing international trade, growing global income levels, and a convergence of consumer tastes, companies worldwide must examine their business strategies and tactics with a global perspective. This Reading introduces a broad array of fundamental concepts and strategies that will enable students to understand these dynamic changes in the global marketing environment. A Supplemental Reading offers insight into global marketing in the service industry.

This Reading also contains two videos on global marketing topics: "Balancing Tensions between Local and Global Marketing Demands" and "Creating a Novel Product for a Specific Foreign Market."

learning objective:

1. Help students determine whether or not an organization is ready to "go global." 2. Explore the market assessment and development of an organization that is planning a global marking program. 3. Understand the tasks involved in managing global marketing programs.

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"Brands and Brand Equity" provides a comprehensive review of the fundamental concepts and theories in branding and introduces key concepts, issues and terminology related to creating, nurturing, managing, leveraging, and defending strong brands. Students will learn the many components that make up a brand, the value that brands provide for consumers and firms, how firms create brand equity, and the key decisions that brand managers must make and the challenges they face. This Reading also combines theory and practice by summarizing and integrating the latest theories and models in branding research and illustrating them with examples from diverse industries, including success and failure of well-known brands.

Finally, the Reading includes two videos covering specific aspects of branding: achieving resonance in branding and brand personality.

learning objective:

1. Explain the crucial role of branding in an organization's success. 2. Describe how organizations create strong, positive brands. 3. Show ways to calculate the value of a brand. 4. Explore how organizations can leverage and defend strong brands.

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Amul is an Indian dairy cooperative founded in 1947, eight months before India's independence from British rule, and owned by over three million farmers in the state of Gujarat. It is India's largest food product marketing organization, selling 46 products, including pouched milk, cheese, butter, ice cream and infant food through a million retailers across the country, and is the market leader in almost all the categories that it operates in. Amul is well known among Indian consumers for offering high-quality products at reasonable prices, and runs a highly popular advertising campaign that spoofs current events. It offers its farmers 80% of the consumer's dollar for milk, compared with 35%-40% typical in some Western markets. Amul's cooperative dairy model has been replicated across several Indian states, thereby helping increase the incomes of 80-100 million farmer families across the country. However, despite its success, Amul is beginning to come under increasing pressure. Multinationals like Nestlé and Unilever are increasing their presence in India, and competing fiercely with Amul in value-added products like yogurt. The entry of large multi-brand retailers like Walmart and Carrefour in the Indian market threatens to squeeze Amul's margins and undermine its low-cost distribution network. India's large young rural population is shying away from dairy farming in favor of urban jobs, leaving questions about future procurement. Finally, Amul's farmers form a large vote bank in the state of Gujarat, and its cooperative structure risks being compromised by vested political interests. Should Amul continue with the business model that has served it so well for decades, or should it change its strategy in order to keep up with India's changing social, political and economic landscape?

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Tyra Banks, an American model and internationally recognized celebrity, built a strong personal brand over the course of her career. Since her debut, she tried her hand at high fashion and commercial modeling, fiction writing, and she hosted two very different television shows, the reality show "America's Next Top Model" and a daily talk show "The Tyra Banks Show." Banks also founded a non-profit organization, T-Zone, dedicated to helping young girls build self-esteem. Banks successively built a successful platform for each venture, and once established, moved on to her next venture, leaving many of her successful projects while they still seemed to have promising futures. By 2013, she faced a crossroads. She had retired from modeling and ended her television talk show. What was the best way to continue to develop her brand? What kinds of projects should she take on next? In some ways, Banks needed to take herself out of the equation-the brand needed to evolve past Tyra herself and her numerous fans to embody something more expansive. How could she achieve this?

learning objective:

To understand the development over time of an enduring personal brand; to evaluate the flexibility of a personal brand-how many different categories the brand can occupy yet still retain authenticity; and to explore the importance of timing in extending or transitioning a brand.

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Infosys Limited was India's second largest exporter of IT services with annual revenues of $7 billion and a market capitalization of nearly $26 billion in 2012. The company, headquartered in Bangalore, India, had built its reputation as the Indian IT bellwether whose credo was to "under-promise and over-deliver." Throughout its 31-year history, Infosys and its iconic co-founder, N.R. Narayana Murthy, were admired and respected for delivering excellence while conducting business in a legal, transparent, and ethical manner. It was one of the few software companies that recognized the value of a strong brand in the business-to-business (B2B) market and chose to develop its brand not through expensive advertising but by building core values, client trust, and leveraging Murthy's personal integrity and principles. In 2011, the company introduced its new brand positioning, Infosys 3.0. A key component of the new brand positioning was the Products, Platforms, and Services (PPS) business, headed by Sanjay Purohit. This case focuses on the company's efforts to makeover its brand in the U.S. market amidst several challenges.

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To maximize their effectiveness, color cases should be printed in color.

In March 2011, Nicolas Hayek, the CEO of the leading Swiss watch manufacturer Swatch Group, reflected on the positioning of Omega, its revived flagship brand. Which marketing strategy would best allow it to confront its main competitor Rolex? And how would potential adjustments to Omega's product, pricing, distribution, and promotion strategies impact the sales of the Swatch Group's other 18 watch brands?

learning objective:

To understand how to segment a market and position a brand vis-a-vis competitors in a multi-brand portfolio.

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